A holistic effort to assess and address commonly overlooked risk areas can help your firm reduce operational risks, save time and money, as well as focus on key areas for positive business impact and market perception.
Published: August 2020
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Some companies, seeing a slightly improved business outlook, are lifting temporary pay reductions for senior leaders and broad-based employees. Here are the latest actions businesses have taken and what to consider when determining the right time to restore pay.
Published: July 2020
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There are many considerations when granting new awards in this environment — changing vehicles, selection of metrics and evaluating performance thresholds. Here’s what companies need to think through when determining when and how to execute upcoming grants.
La loi du 5 septembre 2018 « pour la liberté de choisir son avenir professionnel » et son décret d’application du 8 janvier 2019 ont fixé de nouvelles exigences en matière d’égalité salariale entre les femmes et les hommes. Pour réussir votre politique d'égalité salariale entre les femmes et les hommes, certains facteurs doivent être pris en compte.
Using our survey database, we tested several popular approaches for conducting pay equity analyses to determine which models yield more accurate and actionable insights to drive sustainable change.
Even before the COVID-19 pandemic, firms in Asia were adapting their workforce strategies to ensure a better position for the future of work. However, disruption from the crisis has caused many organizations to go back to the drawing board and reset their strategies.
Originally published in Bank Director, this article dives into the business challenges of the COVID-19 pandemic and resulting economic slowdown, and highlights key lessons and tips to consider.
During stock market volatility, many executives may find that they are no longer compliant with stock ownership guidelines. However, there are two design provisions you can add that will make ownership guidelines more resilient against an economic downturn.
CEO compensation is vastly different at public and private companies — from the total amount of pay to the way it’s structured. As both types of organizations increasingly compete for talent, understanding these differences is important to attract and retain executives.
Examining the role of board discretion in determining executive incentive payouts for Australian firms amid the COVID-19 pandemic and considerations for FY21 incentive plans.
As the world’s heightened focus on equality and fairness continues to grow, conducting pay equity analyses and implementing more transparent communications with employees over how their compensation is determined is becoming even more important. This Q&A offers insights into what’s new, what we have learned and where pay equity legislation is headed for firms across Europe.
During a recent webcast in Malaysia with Propay Partners, our experts discussed how business leaders are rethinking workforce models in the wake of a more virtual workforce.
Putting effort into benchmarking your firm’s pay against relevant industry peers will make long-term compensation planning more effective.
Published: June 2020
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The wave of companies operating in distress or under bankruptcy protection due to a global economic slowdown should consider rules and best practices for employee and executive pay.
European startups have relied heavily on cash compensation to attract key talent, but in the current environment, this approach is unsustainable. To conserve cash, some firms are initiating exchange programs and exploring greater use of equity incentives.
The current health and economic crisis has upended the way we do work and requires organizations to go beyond everyday HR metrics to optimize costs and drive growth during and after the COVID-19 pandemic. To begin the work, start with these key workforce metrics.
To keep up with advancing technology and consumer demands, a large global retail company seeks guidance for growing its technology leadership to support critical future initiatives.
The COVID-19 pandemic, and the market volatility it has created, shines a light on some of the pitfalls of using relative total shareholder return metrics in incentive plans. Here’s how companies in Australia can respond to make their plans even stronger.
Firms should proactively start thinking about adjusting their short- and long-term incentive schemes to better prepare for an uncertain economic future and ensure they are well- positioned for the road to recovery.
The COVID-19 pandemic is first and foremost a humanitarian challenge. However, its impact on the global economy, businesses and their workforces is also vastly changing the world around us. This Q&A offers insights from our pulse survey results, focusing on ways firms can use data to support their business for the new normal.
During an economic downturn, sales leaders should place their energy into three critical focus areas to limit business erosion and support the development of long-term growth strategies.
Where should business and HR leaders start when they see an opportunity to rethink their total rewards strategy? Survey your employees to determine what they value most.
Given the enormous risks presented by the COVID-19 pandemic and a renewed focus on social justice issues across the United States and globe, boards that have begun to address ESG issues in a material fashion will be better positioned to navigate current and future challenges. Below, we examine five steps boards can take to ensure they have the right processes in place.
While the COVID-19 pandemic is unique, lessons can be learned from the Great Recession to manage this crisis. Below, we examine the rewards and workforce changes large technology firms made before, during and after the 2008-09 recession to see what can be applied today.
As firms consider ways to adjust employee pay due to the COVID-19 pandemic and resulting economic slowdown, the decision points around addressing outstanding equity awards are especially complex. Here are factors to consider by type of equity vehicle.
For Australia’s largest business sector – the property industry – the impacts of the COVID-19 pandemic will be significant, both in the near- and long-term.
Originally published in WorldatWork’s Workspan Daily, Aon’s Liz Snyder and Brooke Green discuss strategies for managing costs to avoid layoffs or furloughs in the economic downturn.
As 2020 Annual General Meetings enter into full swing in the U.K., we analysed early public disclosures on how FTSE 350 companies are addressing the economic impact of COVID-19.
Published: May 2020
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As the humanitarian and economic toll of the COVID-19 pandemic continues to climb, organisations across Europe are taking big steps, including layoffs and furloughs, to manage costs.
In light of the COVID-19 pandemic, companies are making significant changes to executive compensation and employee rewards, often with significant board of director oversight. Thus, we can expect boards to quickly come under the microscope for their own pay levels. This makes understanding today’s baseline for pay all the more critical.